This presentation was delivered at NADO's Annual Training Conference, held in Anchorage, Alaska on September 9-12, 2017.
New RDO leaders are often struck by how much they need to learn as they assume new roles with greater responsibility in their organizations. During this Learning Lab, attendees will gain insights into what makes a strong RDO leader, including: building
solid board relationships, proactively addressing staffing issues, and managing uncertainty.
Monica Scamardo, President, Variate, Round Rock, TX
Sponsored by Three Rivers Planning and Development District
6. Components of Trust
Character
โข Adheres to a set of principles
โข Actions reflect values
โข Clear motive and intentions
Competence
โข Relevant skills & capabilities
โข Get results
โข Performance on the job
Benevolence
โข Want to do good for others
โข Demonstrate respect & caring
โข Protect othersโ interests
Resource: Mayer, Davis & Schrooman, 1995
Competence
Benevolence
Character
7. Best Practices to
Manage Uncertainty
โข Make and keep commitments
โข Explain decisions & direction
โข Give/Seek feedback
โข Be visible
โข Engage in difficult conversations
โข Speak to influence
8. Speaking Concisely Framework
P Make your point upfront
R Give your rationale
E Provide evidence & data
P Repeat your point
10. Goals Create Engagement
โข Be sure your board members know your goals for the year.
โข How many members to we want to gain?
โข How much funding to we want to secure?
โข How many people do we want to serve directly?
โข Be sure they know the impact of accomplishing the goals.
โข Weโll help our region to XYZ.
โข We will help hungry people get nutritious meals right here in our
community.
โข Be sure every board member knows what their job is to
make the plan happen.
โข Bring in 25 new participants to annual conference.
โข Run a task force to identify XYZ
โข Serve on a governmental relations committee to strengthen
relationships with elected officials.
โข Keep in touch with your board members informing them of
successes and specifically where you need their support.
11. Engaging Board Members
1. COMMUNICATE GOALS
2. PERSONAL SITE VISIT
3. COMMITTEES ASSIGNMENT
4. PERSONALIZE THE RELATIONSHIP
5. GET COMMITMENTS EARLY
6. RUN VALUABLE BOARD MEETINGS
13. What is a Crucial Communication?
13Source: Crucial Conversations, Patterson, Grenny, McMillan, Switzler
Opinions Vary
Stakes Are High
Emotions Are Strong
14. Why We
at Crucial Communications
1. Avoid or stay silent
2. Attack the person
3. Donโt care/care too much about otherโs interests
4. Donโt have a model
5. Hijacked by emotions
14
15. Checklist for Crucial Conversations
1. Itโs a process, not a one-time event
2. State the goal/purpose
3. Discuss the data/experiences
4. Get their input
5. Layout the options to reach the goal
6. Confirm the outcome of the conversation
16. Types of
Conflict
Relationship: a personal disagreement
Task: disagreement over what the goal is
Process: disagreement over the means or process for
achieving a goal
Status: disagreement over who is in charge or can call the
shots